{"id":13113,"date":"2015-11-27T09:14:14","date_gmt":"2015-11-27T09:14:14","guid":{"rendered":"https:\/\/atifunaldi.wordpress.com\/?p=13113"},"modified":"2015-11-27T09:14:14","modified_gmt":"2015-11-27T09:14:14","slug":"turk-is-dunyasi-dijital-donusume-hazir-mi","status":"publish","type":"post","link":"https:\/\/atif.unaldi.org\/blog\/2015\/11\/27\/turk-is-dunyasi-dijital-donusume-hazir-mi\/","title":{"rendered":"T\u00fcrk i\u015f d\u00fcnyas\u0131 dijital d\u00f6n\u00fc\u015f\u00fcme haz\u0131r m\u0131?"},"content":{"rendered":"<p>IBM aralar\u0131nda T\u00fcrkiye\u2019nin de bulundu\u011fu 70 \u00fclkeden 5.247 \u00fcst d\u00fczey y\u00f6netici ile y\u00fcz y\u00fcze g\u00f6r\u00fc\u015fmeler yaparak haz\u0131rlad\u0131\u011f\u0131 IBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131n\u0131n sonu\u00e7lar\u0131n\u0131 ger\u00e7ekle\u015ftirdi\u011fi Business Connect etkinli\u011finde a\u00e7\u0131klad\u0131. \u0130\u015f d\u00fcnyas\u0131n\u0131n \u00f6nceliklerini ve \u00f6ng\u00f6r\u00fclerini analiz eden ara\u015ft\u0131rmaya T\u00fcrkiye\u2019den de 165 \u00fcst d\u00fczey y\u00f6netici kat\u0131ld\u0131.<br \/>\nIBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131n\u0131n sonu\u00e7lar\u0131na g\u00f6re t\u00fcm d\u00fcnyada \u00fcst d\u00fczey y\u00f6neticilerin korkulu r\u00fcyas\u0131, tamamen farkl\u0131 bir i\u015f modeli ile piyasaya giren bir rakibin sekt\u00f6rdeki di\u011fer firmalar\u0131 yerle bir etmesi olarak a\u00e7\u0131klanan \u201cUber Sendromu\u201d&#8230; Rekabetin de yeniden tan\u0131mland\u0131\u011f\u0131 g\u00fcn\u00fcm\u00fcz i\u015f d\u00fcnyas\u0131nda IBM\u2019in ara\u015ft\u0131rmas\u0131 ise liderlerin gelece\u011fe nas\u0131l bakt\u0131\u011f\u0131n\u0131, trendleri nas\u0131l belirlediklerini ve \u015firketlerini \u201cy\u0131k\u0131m (disruption) \u00e7a\u011f\u0131nda\u201d nas\u0131l konumlad\u0131klar\u0131n\u0131 inceliyor.<br \/>\n70 \u00fclke ve 21 sekt\u00f6rden 5.247 \u00fcst d\u00fczey y\u00f6netici ile yap\u0131lan y\u00fcz y\u00fcze g\u00f6r\u00fc\u015fmeler sonucunda ortaya \u00e7\u0131kan ara\u015ft\u0131rma \u015firketlerin rekabet\u00e7i avantaj elde etmeleri i\u00e7in \u201cdijital istilaya haz\u0131r olma\u201d, \u201cpanoramik bir bak\u0131\u015f a\u00e7\u0131s\u0131 yaratma\u201d ve \u201cilk ol, en iyi ol, ya da hi\u00e7 olma\u201d ba\u015fl\u0131klar\u0131 alt\u0131nda \u00fc\u00e7 temel \u00f6ncelik ortaya koyuyor.<br \/>\nT\u00fcrkiye\u2019de \u201cher yerden\u201d \u00e7al\u0131\u015fma trendi \u00f6n planda&#8230;<br \/>\nIBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131 sonu\u00e7lar\u0131na g\u00f6re \u00fcst d\u00fczey y\u00f6neticiler (%70) \u00f6n\u00fcm\u00fczdeki 3-5 y\u0131ll\u0131k d\u00f6nem i\u00e7erisinde i\u015f yap\u0131\u015f bi\u00e7imlerini en \u00e7ok etkileyecek trendi \u201cend\u00fcstri yak\u0131nla\u015fmas\u0131\u201d olarak g\u00f6r\u00fcyor. T\u00fcrkiye sonu\u00e7lar\u0131na bak\u0131ld\u0131\u011f\u0131nda ise \u201cher yerden\u201d \u00e7al\u0131\u015fma trendinin \u00f6n plana \u00e7\u0131kt\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcyor (%59).<br \/>\nEn b\u00fcy\u00fck tehlike hen\u00fcz rakip olarak tan\u0131mlanmam\u0131\u015f rakipler&#8230;<br \/>\n\u0130ki y\u0131l \u00f6nce yap\u0131lan ara\u015ft\u0131rma sonu\u00e7lar\u0131na g\u00f6re, yeni rakiplerin faaliyet g\u00f6sterdikleri kendi sekt\u00f6rlerinden gelece\u011fini d\u00fc\u015f\u00fcnen \u00fcst d\u00fczey y\u00f6neticiler bu y\u0131l yap\u0131lan ara\u015ft\u0131rmada end\u00fcstri d\u0131\u015f\u0131ndan gelecek rakipler konusunda olduk\u00e7a endi\u015feli&#8230; T\u00fcm d\u00fcnyada ara\u015ft\u0131rmaya kat\u0131lan \u00fcst d\u00fczey y\u00f6neticilerin y\u00fczde 54\u2019\u00fc T\u00fcrkiye\u2019den kat\u0131lan y\u00f6neticilerin ise y\u00fczde 49\u2019u rekabetin sekt\u00f6r d\u0131\u015f\u0131ndan gelece\u011fini d\u00fc\u015f\u00fcn\u00fcyor.<br \/>\nCEO\u2019lar 2012 y\u0131l\u0131ndan beri en b\u00fcy\u00fck d\u0131\u015f etken olarak teknolojiyi g\u00f6r\u00fcyor&#8230;<br \/>\nHem global hem de T\u00fcrkiye sonu\u00e7lar\u0131na bak\u0131ld\u0131\u011f\u0131nda, CEO\u2019lar\u0131n \u00e7o\u011funlu\u011fu teknolojiyi \u015firketlerini etkileyen en b\u00fcy\u00fck fakt\u00f6r olarak \u00f6n plana \u00e7\u0131kart\u0131yor. T\u00fcrkiye\u2019den ara\u015ft\u0131rmaya kat\u0131lan CEO\u2019lar\u0131n y\u00fczde 75\u2019i 3-5 y\u0131l i\u00e7erisinde teknolojinin kurumlar\u0131n\u0131 ciddi \u00f6l\u00e7\u00fcde etkileyece\u011fini d\u00fc\u015f\u00fcn\u00fcyor.<br \/>\nM\u00fc\u015fteri etkile\u015fimi gelecekte daha da dijitalle\u015fecek&#8230;<br \/>\nKognitif teknolojilerin kullan\u0131m\u0131 ile i\u015f d\u00fcnyas\u0131nda yeni ke\u015fiflerin kap\u0131lar\u0131 a\u00e7\u0131l\u0131rken m\u00fc\u015fteri etkile\u015fimi de daha online hale geliyor. T\u00fcrkiye\u2019den ara\u015ft\u0131rmaya kat\u0131lan \u00fcst d\u00fczey y\u00f6neticilerin y\u00fczde 92 gibi b\u00fcy\u00fck bir \u00e7o\u011funlu\u011fu dijital\/sanal etkile\u015fimin b\u00fcy\u00fck bir art\u0131\u015f g\u00f6sterece\u011fini d\u00fc\u015f\u00fcn\u00fcyor. T\u00fcm d\u00fcnyada ise bu oran y\u00fczde 81 olarak g\u00f6r\u00fcl\u00fcyor.<br \/>\nT\u00fcrk y\u00f6neticiler daha ki\u015fiselle\u015ftirilmi\u015f m\u00fc\u015fteri deneyimi olu\u015fturmak i\u00e7in yeni teknolojileri kullanmay\u0131 d\u00fc\u015f\u00fcn\u00fcyor. T\u00fcm d\u00fcnyada y\u00f6neticiler kurumlar\u0131n\u0131n m\u00fc\u015fteriler ile olan etkile\u015fimini de\u011fi\u015ftirmeyi planlarken, daha dijital ve ki\u015fiselle\u015ftirilmi\u015f deneyimler yaratma konusuna olan ilgi her ge\u00e7en g\u00fcn art\u0131yor.<br \/>\n\u0130novasyon i\u00e7in daha fazla i\u015fbirli\u011fi&#8230;<br \/>\n\u00dcst d\u00fczey y\u00f6neticilerin yar\u0131s\u0131ndan \u00e7o\u011fu d\u0131\u015f kaynaklardan gelecek inovasyon aray\u0131\u015f\u0131 i\u00e7erisinde&#8230; T\u00fcrkiye\u2019deki \u00fcst d\u00fczey y\u00f6neticilerin y\u00fczde 56\u2019s\u0131, t\u00fcm d\u00fcnyadan ara\u015ft\u0131rmaya kat\u0131lan \u00fcst d\u00fczey y\u00f6neticilerin ise y\u00fczde 54\u2019\u00fc inovasyon i\u00e7in \u00fc\u00e7\u00fcnc\u00fc partiler ile daha fazla i\u015fbirli\u011fi ihtiyac\u0131 oldu\u011funu d\u00fc\u015f\u00fcn\u00fcyor. T\u00fcrkiye\u2019deki \u00fcst d\u00fczey y\u00f6neticilerin y\u00fczde 84\u2019\u00fc ise i\u015f orta\u011f\u0131 network\u2019\u00fcn\u00fc geni\u015fletmeyi planl\u0131yor.<br \/>\nIBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131 i\u015f liderlerinden ald\u0131\u011f\u0131 \u00f6ng\u00f6r\u00fc ve analizler ile firmalar\u0131n gelece\u011fe haz\u0131rlanmas\u0131na da yard\u0131mc\u0131 oluyor. Ara\u015ft\u0131rma, \u015firketlerin g\u00fcn\u00fcm\u00fczde dijital istilaya haz\u0131r olmalar\u0131 i\u00e7in \u00fc\u00e7 \u00f6neri getiriyor. H\u0131zl\u0131 de\u011fi\u015fim g\u00f6steren pazarlarda tarihi verilerin s\u0131n\u0131rl\u0131 bir \u00f6nemi oldu\u011funu belirten ara\u015ft\u0131rma en \u00f6nemli karalar\u0131n m\u00fc\u015fterilere en yak\u0131n ki\u015filer taraf\u0131ndan al\u0131nmas\u0131n\u0131 \u00f6neriyor. Ara\u015ft\u0131rman\u0131n sundu\u011fu ikinci \u00f6nerisi ise \u015firketlerin yeni i\u015f ortaklar\u0131 kurmak i\u00e7in planlar\u0131n\u0131 yo\u011funla\u015ft\u0131rmas\u0131&#8230; Son olarak Alibaba, eBay, Spotify ve WhatsApp gibi \u015firketlerin ortak \u00f6zelliklerinin di\u011fer \u015firketlerin m\u00fc\u015fterilerine ula\u015ft\u0131klar\u0131 sanal bir network\u2019te kilit nokta haline gelmeleri oldu\u011funu s\u00f6yleyen ara\u015ft\u0131rma, farkl\u0131 sat\u0131c\u0131 ve al\u0131c\u0131lar\u0131n bulu\u015ftu\u011fu, bilgi al\u0131\u015fveri\u015finde bulundu\u011fu, \u00f6ng\u00f6r\u00fclerini payla\u015ft\u0131\u011f\u0131 ve etkili bir ekosistem olu\u015fturdu\u011fu bir online forum alan\u0131 yaratman\u0131n do\u011fru bir strateji oldu\u011funu belirtiyor.<br \/>\n\u0130\u015f d\u00fcnyas\u0131nda gelecek neler getirecek?<br \/>\nHem T\u00fcrkiye hem de global sonu\u00e7lara bak\u0131ld\u0131\u011f\u0131nda ara\u015ft\u0131rmaya kat\u0131lan \u00fcst d\u00fczey y\u00f6neticilerin \u00e7o\u011funlu\u011fu gelecek 3-5 y\u0131l i\u00e7erisinde bulut bili\u015fim ve hizmetleri (%61), mobil \u00e7\u00f6z\u00fcmler (%75) ve Nesnelerin \u0130nterneti (%59) kavramlar\u0131n\u0131n i\u015f d\u00fcnyas\u0131n\u0131 domine edece\u011fini d\u00fc\u015f\u00fcn\u00fcyor. Yak\u0131n gelecekte g\u00fcvenlik konusunun en \u00f6nemli risk alan\u0131 oldu\u011funu d\u00fc\u015f\u00fcnen \u00fcst d\u00fczey y\u00f6neticiler \u00f6zellikle T\u00fcrkiye\u2019de y\u00fczde 76 oran\u0131nda bili\u015fim g\u00fcvenli\u011fi risklerinin \u00f6n planda olaca\u011f\u0131n\u0131 s\u00f6yl\u00fcyor.<br \/>\nAra\u015ft\u0131rmaya g\u00f6re T\u00fcrkiye\u2019de \u00fcst d\u00fczey y\u00f6neticiler yeni trendleri belirlemede hala geleneksel tekniklere ba\u015fvuruyor. Y\u00f6neticilerin y\u00fczde 85\u2019i beyin f\u0131rt\u0131nas\u0131, y\u00fczde 59\u2019u \u00f6ng\u00f6r\u00fc analiti\u011fi ve y\u00fczde 38\u2019i sim\u00fclasyonlara ba\u015fvuruyor. T\u00fcrkiye\u2019deki y\u00f6neticilerin bir\u00e7o\u011fu (%48) kognitif teknolojilerin i\u015f yap\u0131\u015f bi\u00e7imlerini k\u00f6kten de\u011fi\u015ftirece\u011fine inan\u0131yor.<br \/>\n\u015eirketlerin panoramik bir bak\u0131\u015f a\u00e7\u0131s\u0131 yaratmalar\u0131 i\u00e7in \u00fc\u00e7 \u00f6neri getiren IBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131; her nekadar hi\u00e7bir teknolojinin gelecekte neler ya\u015fanaca\u011f\u0131n\u0131 birebir bilmesinin m\u00fcmk\u00fcn olmad\u0131\u011f\u0131n\u0131 belirtse de \u00f6ng\u00f6r\u00fc ve kognitif analitik kullarak ger\u00e7ek zamanl\u0131 veriler ile tahmin yeteneklerini art\u0131rman\u0131n \u015firketlere art\u0131 de\u011fer kataca\u011f\u0131n\u0131 s\u00f6yl\u00fcyor. \u0130kinci olarak \u015firketlerin kendi uzman \u00f6ng\u00f6r\u00fc ekiplerini kurmas\u0131n\u0131 \u00f6neren ara\u015ft\u0131rma, olas\u0131l\u0131\u011fa dayal\u0131 muhakeme teknikleri kullanma alan\u0131nda e\u011fitimli ki\u015filerin daha do\u011fru tahminler yapt\u0131\u011f\u0131n\u0131 ortaya koyuyor. Son olarak d\u00fcnyaya \u00e7evre merkezli bir bak\u0131\u015f a\u00e7\u0131s\u0131 ile yakla\u015fman\u0131n \u00f6neminden bahseden ara\u015ft\u0131rma; \u015firketlerin ekosistemlerindeki t\u00fcm i\u015fletmelerin kapasitelerini bu do\u011frultuda de\u011ferlendirmelerini \u00f6neriyor.<br \/>\nT\u00fcrkiye\u2019deki \u00fcst d\u00fczey y\u00f6neticilerin \u00e7o\u011fu teknolojideki de\u011fi\u015fimin i\u015f modellerini tekrardan de\u011ferlendirmelerine neden olaca\u011f\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyor. Y\u00fczde 78 oran\u0131nda \u00fcr\u00fcn\/hizmet portf\u00f6y\u00fcn\u00fcn, y\u00fczde 76 oran\u0131nda da\u011f\u0131t\u0131m kanallar\u0131n\u0131n ve y\u00fczde 74 oran\u0131nda i\u015fletme modelinin tekrardan de\u011ferlendirilece\u011fi \u00f6ng\u00f6r\u00fcl\u00fcyor.<br \/>\nSadece mobil bir uygulama olan Uber\u2019in piyasa de\u011feri d\u00fcnyadaki t\u00fcm ara\u00e7 kiralama \u015firketlerinin toplam de\u011ferinden fazla&#8230;<br \/>\nT\u00fcm d\u00fcnyadan ara\u015ft\u0131rmaya kat\u0131lan \u00fcst d\u00fczey y\u00f6neticilerin y\u00fczde 80\u2019i yeni i\u015f modelleri \u00fczerinde \u00e7al\u0131\u015f\u0131yor veya \u00e7al\u0131\u015fmay\u0131 d\u00fc\u015f\u00fcn\u00fcyor. T\u00fcrkiye\u2019de ise \u00fcst d\u00fczey y\u00f6neticiler yeni bir i\u015f modeli ararken y\u00fczde 51 oran\u0131nda ekosistem i\u00e7erisindeki i\u015f ortaklar\u0131 ile birlikte \u00e7al\u0131\u015farak yeni yollar ile de\u011fer yaratma anlam\u0131na gelen \u201ca\u00e7\u0131k\u201d i\u015f modelini tercih ediyor. Yeni bir i\u015f modelini ba\u015flat\u0131rken veya piyasaya yeni bir \u00fcr\u00fcn sunarken T\u00fcrkiye\u2019deki liderlerin y\u00fczde 70\u2019i \u201cilk olmay\u0131\u201d tercih ediyor.<br \/>\nSekt\u00f6r\u00fcnde ilk ya da en iyi olmak i\u00e7in \u00fc\u00e7 \u00f6neride bulunan ara\u015ft\u0131rma; \u015firketlerin var olan g\u00fc\u00e7l\u00fc y\u00f6nlerine odaklanman\u0131n ve arkalar\u0131ndan gelen rakiplerinden ders alman\u0131n hali haz\u0131rda yapt\u0131klar\u0131 \u015feyin ayn\u0131s\u0131n\u0131 yapmalar\u0131na neden olaca\u011f\u0131n\u0131 s\u00f6yleyerek bilinmeyen alanlar\u0131 ke\u015ffetmelerini \u00f6neriyor. \u0130kinci olarak \u015firketlerin kurulu\u015flar\u0131na yak\u0131n bir yerde bir inovasyon merkezi kurarak yeni i\u015f modelleri ve hizmetleri konusunda Ar-Ge \u00e7al\u0131\u015fmalar\u0131 yapmas\u0131n\u0131 s\u00f6yleyen ara\u015ft\u0131rma, umut veren prototiplerin bilgili ve heyecanl\u0131 m\u00fc\u015fterilerden olu\u015fan bir grup \u00fczerinde test edilmesini \u00f6neriyor. Son olarak ara\u015ft\u0131rma; teknolojik geli\u015fmelerin h\u0131zla ya\u015fand\u0131\u011f\u0131 g\u00fcn\u00fcm\u00fczde pazarda \u00f6nc\u00fc konuma gelmenin zor olmas\u0131 sebebiyle yeni bir i\u015f modeli, \u00fcr\u00fcn ya da hizmeti ba\u015flat\u0131rken h\u0131zl\u0131 olmay\u0131 ve b\u00fcy\u00fck oynamay\u0131 \u00f6neriyor.<br \/>\nIBM Global C-Suite Study 2015 Ara\u015ft\u0131rmas\u0131 Hakk\u0131nda<br \/>\nIBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131 Kuzey Amerika, Orta ve G\u00fcney Amerika, Bar\u0131 Avrupa, Orta Do\u011fu ve Afrika, Orta ve Do\u011fu Avrupa, Asya Pasifik, Japonya olmak \u00fczere 70 \u00fclkeden 5.247 \u00fcst d\u00fczey y\u00f6neticinin kat\u0131l\u0131m\u0131 ile haz\u0131rland\u0131. T\u00fcrkiye\u2019den 165 y\u00f6neticinin kat\u0131ld\u0131\u011f\u0131 ara\u015ft\u0131rma kapsam\u0131nda 818 CEO (Chief Executive Officer), 643 CFO (Chief Financial Officer), 601 CHRO (Chief Human Resources Officer), 1.805 CIO (Chief Information Officer), 723 CMO (Chief Marketing Officer, 657 COO (Chief Operating Officer) ile y\u00fcz y\u00fcze g\u00f6r\u00fc\u015fmeler yap\u0131ld\u0131. Bu ara\u015ft\u0131rma IBM&#8217;in 2003 y\u0131l\u0131ndan beri \u00fcst d\u00fczey y\u00f6neticilerle ger\u00e7ekle\u015ftirdi\u011fi 18.; t\u00fcm \u00fcst d\u00fczey y\u00f6neticileri ayn\u0131 zaman dilimi i\u00e7erisinde de\u011ferlendiren 2. \u00e7al\u0131\u015fma niteli\u011fini ta\u015f\u0131yor ve 21 farkl\u0131 sekt\u00f6rden i\u015f liderlerinin vizyonlar\u0131n\u0131 bir araya getiriyor.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>IBM aralar\u0131nda T\u00fcrkiye\u2019nin de bulundu\u011fu 70 \u00fclkeden 5.247 \u00fcst d\u00fczey y\u00f6netici ile y\u00fcz y\u00fcze g\u00f6r\u00fc\u015fmeler yaparak haz\u0131rlad\u0131\u011f\u0131 IBM Global C-Suite Study 2015 ara\u015ft\u0131rmas\u0131n\u0131n sonu\u00e7lar\u0131n\u0131 ger\u00e7ekle\u015ftirdi\u011fi Business Connect etkinli\u011finde a\u00e7\u0131klad\u0131. \u0130\u015f d\u00fcnyas\u0131n\u0131n \u00f6nceliklerini ve \u00f6ng\u00f6r\u00fclerini analiz&#8230;<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3],"tags":[],"class_list":["post-13113","post","type-post","status-publish","format-standard","hentry","category-blogum"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>T\u00fcrk i\u015f d\u00fcnyas\u0131 dijital d\u00f6n\u00fc\u015f\u00fcme haz\u0131r m\u0131? 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Su ve Toprak isminde iki \u00e7ocu\u011fu vard\u0131r.","sameAs":["http:\/\/atif.unaldi.org\/blog","https:\/\/www.facebook.com\/atifunaldi","https:\/\/www.instagram.com\/atifunaldi\/","https:\/\/www.linkedin.com\/in\/atifunaldi","https:\/\/x.com\/https:\/\/twitter.com\/atifunaldi","https:\/\/www.youtube.com\/c\/atifunaldi","https:\/\/soundcloud.com\/atif-unaldi","https:\/\/atifunaldi.tumblr.com"],"url":"https:\/\/atif.unaldi.org\/blog\/author\/atifunaldi\/"}]}},"_links":{"self":[{"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/posts\/13113","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/comments?post=13113"}],"version-history":[{"count":0,"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/posts\/13113\/revisions"}],"wp:attachment":[{"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/media?parent=13113"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/categories?post=13113"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/atif.unaldi.org\/blog\/wp-json\/wp\/v2\/tags?post=13113"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}